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Mura muri muda

  2. How does an organisation become lean? •By stopping all future expansion plans. •By decentralisation •By reducing wastage
  3. MURI 無理 means beyond one’s power , impossible
  4. • MURI, overburden, can result from Mura, and from removing too much Muda (waste) from the process. • When operators or machines are utilized for more than 100% to finish their task, they are overburdened. • This means breakdowns when it comes to machines and absenteeism when it comes to employees. • To optimize the use of machines and make sure they function properly, preventative- and autonomous maintenance can be implemented. • To prevent overworked employees, safety should be the focus of all process designs and all standard work initiatives.
  5. Types of Muri People Related Muri • Using standard work • Using 6S • Using Jidoka Principles Machines Related Muri • Preventive Maintenance • Autonomous Maintenance
  6. Standardisation • Standardization or standardisation is the process of implementing and developing technical standards. Standardization can help to maximize compatibility, interoperability, safety, repeatability, or quality. It can also facilitate commoditization of formerly custom processes.
  8. 6 S sortsafety straighten sweep sustainstandardise
  9. Machine related Muri Preventive Maintenance • Preventative maintenance is maintenance that is regularly performed on a piece of equipment to lessen the likelihood of it failing. • It is performed while the equipment is still working, so that it does not break down unexpectedly. Autonomous Maintenance • Autonomous maintenance is “independent” maintenance carried out by the operators of the machines rather than by dedicated maintenance technicians. • Autonomous maintenance has the operators performing the simpler maintenance routines such as lubrication, bolt tightening, cleaning and also inspection and monitoring.
  10. MURA 斑 Means unevenness
  11. Causes of Mura •Irregular production schedule •Fluctuating production volumes due to internal problems, like downtime.
  12. MURA- Results in •MUDA (Waste)
  13. MURA IN WORK • Rushing type production model (evening production model, week-end production model, month-end production model) To eliminate production variation for weekly, daily or hourly production quantity. • Allocation of manpower (capability) and the work involved (load) are not balanced. • Unbalanced production capability among different processes. • Making too many in one go To produce necessary quantity of necessary items at necessary timing only. • Working is not rhythmical.
  14. MUDA 無駄 Is the waste; it is the work that doesn’t add any value to the product
  15. MUDA
  16. ECONOMIC COST OF WASTE Every business activity absorbs resources and every resource has a cost Every waste has a cost, and that is direct loss to the company. Economic value of waste in a process industry are in the range of 10 -35% of annual turnover
  17. 7 FORMS OF MUDA Unnecessary motions Waiting for work and materials Transportations Over-production Processing Inventories/ Unnecessary W-I-P Corrective operation
  18. MUDA of Motion Movement that does not add value • Searching for files • Extra clicks or key strokes • Clearing away files on the desk • Gathering information • Looking through manuals and catalogs • Handling paperwork
  19. MUDA of Waiting Idle time created when material, information, people or equipment is not ready. Waiting for: • Faxes • The system to come back • Copier machine • Customer response • A handed off file to come back
  20. MUDA of Transport I am more expensive since raw material is coming from a far off place.
  21. MUDA of Transport Movement of information that does not add value: • Carrying documents to and fro from shared equipment • Taking files to another person • Going to get signatures
  22. MUDA of Over production Generating more information than the customer needs right now: • More information than the customer needs • Creating reports no one reads • Making extra copies • More information than the next process needs
  23. MUDA of Process 1. Using more expensive equipment or tools where simpler ones would suffice. 2. Having meetings that are not needed. 3. Having people at meetings that are not required. 4. Agenda points, not to be included;
  24. MUDA of Process Efforts that create no value from the customer viewpoint: • Creating reports • Repeated manual entry of data • Excessive paperwork • Duplicity of work • Use of outdated standard forms • Use of inappropriate software
  25. More information, project, material on hand than the customer needs right now: • Files waiting to be worked on • Open projects • Office supplies • E-mails waiting to be read • Unused records in the database
  26. Work that contains errors, rework, mistakes or lacks something necessary: • Data entry error • Pricing error • Missing information • Missed specifications • Lost records • Rework • Rescheduling meetings
  27. Find the Root Cause - Asking ‘WHY’ for 5 times - 5W 1H How to eliminate muda??
  28. The Five Ws and The One H Who What Where 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? 6. Who is doing 3-Mus? 1. What to do? 2. What is being done? 3. What should be done? 4. What else can be done? 5. What else should be done? 6. What 3-MUs are being done? 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done ? 6. Where are 3- MU s being done? 5 W 1 H of MUDA